Organizational Structure&

Organizational Behaviour

Group members: Ankur, Charmi,Karishma, Raghav, Yamini

Organizational Structure.

Formal divisions, grouping, andcoordination of job tasks.

Organizational Structure.6 KEY ELEMENTS:

Work Specialization

Departmentalization

Chain of Command

Span of Control

Centralization / Decentralization

Formalization

Work Specialization

The degree to whichorganizational tasks are

sub-divided into individual jobs.

Game time

Henry Ford

Work Specialization

Prod

uctiv

ityHigh

HighLow

Impact ofeconomies ofspecialization

Impact ofhumandiseconomies

Departmentalization

The basis on whichjobs in an organizationare grouped together.

DepartmentalizationBASES OF DEPARTMENTALIZATION:

Functions

Product

Geography

Process

Customer

Chain of Command

Unbroken line of authorityfrom top to bottom,

clarifying who reports to whom.

Chain of CommandRELATED CONCEPTS:

Authority

Unity of Command

Span of Control

Number of subordinates amanager can efficiently and

effectively direct.

Centralization / Decentralization

The degree to whichdecision making is concentratedat a single point or distributed.

Formalization

The degree to which jobswithin an organization are

standardized.

Organizational DesignsSimple Structure

Bureaucracy

Team Structure

Virtual Organization

The Simple Structure

-Not elaborate.- Low degree of departmentalization.- Wide spans of control.- Centralized authority.- Less formalization.

The Simple Structure

- Widely practiced in small businesses.- Its strength is its simplicity.- Fast, flexible, inexpensive, clear accountability.- Inadequate for large organizations.

Bureaucracy

- Standardization.- Specialization.- Formalized rules and regulations.- Departmentalization.- Centralized authority.- Narrow span of control.- Chain of command is followed.

Bureaucracy

- Perform standardized tasks efficiently.- Economies of scale.- Minimum duplication of personnel and equipment.- Optimum use of less skilled mid / low level managers.

Bureaucracy

- Subunit conflicts may arise.- Obsessive concern with rules.

Bureaucracy

Asian Bureaucracies – top to bottom:

Singapore, Hong Kong, Thailand,South Korea, Japan, Malaysia, Taiwan,Vietnam, China, Philippines, Indonesia,India.

Team Structure

- Breaks down departmental barriers.- Decentralization of decision making.- May complement / supplement a bureaucracy.

Virtual Organization

- Why own when you can rent?- Small, core organization that outsources major business functions.-Highly centralized.- Little or no departmentalization.- High flexibility.- Management has less control.

Organizational Behaviour

The study and application ofknowledge about how people,individuals, and groups act in

organizations.

Interpersonal Skills

Skills that a person uses tointeract with other people.

Interpersonal SkillsSmile. Be appreciative.Pay attention to others.Practice active listening.Bring people together.

Resolve conflicts.Communicate clearly.

Humor them. Don't complain.See it from their side.

Interpersonal SkillsSmile. Be appreciative.Pay attention to others.Practice active listening.Bring people together.

Resolve conflicts.Communicate clearly.

Humor them. Don't complain.See it from their side.